McKinsey Report Construction June2016 PDF

6/24/2016 Imagining construction’s digital future | McKinsey & Company
Article
June 2016
By Rajat Agarwal, Shankar Chandrasekaran, and Mukund Sridhar
The industry needs to change; here’s how to manage it.
T
he construction industry is ripe for disruption. Large projects across
asset classes typically take 20 percent longer to finish than scheduled and
are up to 80 percent over budget (Exhibit 1). Construction productivity has
actually declined in some markets since the 1990s (Exhibit 2); financial returns
for contractors are often relatively low—and volatile.
http://www.mckinsey.com/industries/infrastructure/our-insights/imagining-constructions-digital-future?cid=digistrat-eml-alt-mip-mck-oth-1606 1/25
Exhibit 1
Exhibit 2
While the construction sector has been slow to adopt process and technology
innovations, there is also a continuing challenge when it comes to fixing the
basics. Project planning, for example, remains uncoordinated between the office
and the field and is often done on paper. Contracts do not include incentives for
risk sharing and innovation; performance management is inadequate, and
supply-chain practices are still unsophisticated. The industry has not yet
embraced new digital technologies that need up-front investment, even if the
long-term benefits are significant (Exhibit 3). R&D spending in construction
runs well behind that of other industries: less than 1 percent of revenues, versus
3.5 to 4.5 percent for the auto and aerospace sectors. This is also true for
spending on information technology, which accounts for less than 1 percent of

revenues for construction, even though a number of new software solutions have
been developed for the industry.
Exhibit 3
Technical challenges specific to the construction sector have a role in the slow
pace of digitization. Rolling out solutions across construction sites for multiple
sectors that are geographically dispersed—compare an oil pipeline, say, with an
airport—is no easy task. And given the varying sophistication levels of smaller
construction firms that often function as subcontractors, building new
capabilities at scale is another challenge.
However, none of this is going to get easier. Projects are ever more complex and
larger in scale. The growing demand for environmentally sensitive construction
means traditional practices must change. And the shortage of skilled labor and
supervisory staff will only get worse. These are deep issues that require new ways
of thinking and working. Traditionally, the sector has tended to focus on making
incremental improvements, in part because many believe that each project is
unique, that it is not possible to scale up new ideas, and that embracing new
technologies is impractical.
The McKinsey Global Institute estimates that the world will need to spend $57
trillion on infrastructure by 2030 to keep up with global GDP growth.1 This is a
massive incentive for players in the construction industry to identify solutions to
transform productivity and project delivery through new technologies and
improved practices.
In this report, we consider five ways the industry can transform itself over the
next five years.
Disrupting construction: Five big ideas
None of these five ideas is futuristic or even implausible. All are grounded in
innovations that are applicable to the construction sector and that are either
being deployed or prototyped. In short, they are practical and relevant.
Moreover, they are designed to work together to deliver greater impact (Exhibit
4).
Exhibit 4
Higher-definition surveying and geolocation
Geological surprises are a major reason that projects are delayed and go over
budget. Discrepancies between ground conditions and early survey estimates
can require costly last-minute changes to project scope and design. New
techniques that integrate high-definition photography, 3-D laser scanning, and
geographic information systems, enabled by recent improvements in drone and
unmanned-aerial-vehicle (UAV) technology, can dramatically improve accuracy
and speed.
Photogrammetry, for example, provides high-quality, high-definition images of

survey areas but takes time to be converted into a usable format. Light-
detection-and-ranging (lidar) technology is much faster than conventional
technologies and provides high-quality 3-D images that can be integrated with
project-planning tools, such as building information modeling (BIM), as Exhibit
5 shows.
Exhibit 5
Used in conjunction with ground-penetrating radar, magnetometers, and other

equipment, lidar can generate above-ground and underground 3-D images of
project sites. This is particularly important in dense, environmentally sensitive,
or historical project sites, where disturbance needs to be minimized.
These advanced survey techniques are complemented by geographic

information systems that allow maps, images, distance measurements, and GPS
positions to be overlaid. This information can then be uploaded to other
analytical and visualization systems for use in project planning and
construction.
Two or more survey techniques are often used together to save time and money.
For example, for a survey of river sites for minihydropower plants in Southeast
Asia, surveyors used lidar maps for general terrain information and drone-
mounted high-definition cameras to focus on specific areas.
Modern survey technology is more accessible than ever because costs have come
down substantially. Lidar and real-time kinematic GPS are now available for
about $10,000. High-resolution cameras are small and light enough to be
mounted on standard industrial drones; this is faster and cheaper than using
helicopter-mounted cameras for aerial surveys. Specialized technology
providers offer cost-efficient survey packages, including drone and UAV
equipment, data uploading, and processing services, as well as software to
manage drone flights, data capture, and dashboards to visualize information.
Some government agencies and nongovernmental organizations have started
providing free lidar maps.
Next-generation 5-D building information modeling
In the 1970s, major aerospace companies pioneered computer-aided 3-D

modeling. This transformed the way aircraft were designed and built and helped
to improve sector productivity by up to ten times.
The construction industry, however, has yet to adopt an integrated platform that
spans project planning, design, construction, operations, and maintenance.
Instead, the industry still relies on bespoke software tools. In addition, project
owners and contractors often use different platforms that do not sync with one
another. As a result, there is no single source that provides an integrated, real-
time view of project design, cost, and schedule.
Next-generation 5-D BIM is a five-dimensional representation of the physical

and functional characteristics of any project. It considers a project’s cost and
schedule in addition to the standard spatial design parameters in 3-D. It also
includes such details such as geometry, specifications, aesthetics, thermal, and
acoustic properties. A 5-D BIM platform allows owners and contractors to
identify, analyze, and record the impact of changes on project costs and
scheduling (Exhibit 6). The visual and intuitive nature of 5-D BIM gives
contractors a better chance to identify risks earlier and thus to make better
decisions. For example, project planners can visualize and estimate the impact of
a proposed change in design on project costs and schedule.
Exhibit 6
One study found that 75 percent of those that adopted BIM reported a positive
return on their investment. They also reported shorter project life cycles and
savings on paperwork and material costs. Given these benefits, a number of
governments, including those in Britain, Finland, and Singapore, mandate the
use of BIM for public infrastructure projects.
The use of 5-D BIM technology will be further enhanced through augmented-
reality technology via wearable devices. For example, a wearable, self-contained
device with a see-through, holographic display and advanced sensors can map
the physical environment. Companies are developing BIM-like design and
construction solutions for these platforms. In this “mixed reality” environment,
users can pin holograms to physical objects and interact with data using gesture,
gaze, and voice commands.
Combining 5-D BIM and augmented-reality devices will transform construction,

maintenance, and operations. To get the full benefit of BIM technology, project
owners and contractors need to incorporate its use right from the design stage,
and all stakeholders need to adopt standardized design and data-reporting
formats compatible with BIM. In addition, owners and contractors need to
dedicate resources for BIM implementation and invest in capability building.
Digital collaboration and mobility
Process digitization means moving away from paper and toward online, real-
time sharing of information to ensure transparency and collaboration, timely
progress and risk assessment, quality control, and, eventually, better and more
reliable outcomes.
One reason for the industry’s poor productivity record is that it still relies mainly
on paper to manage its processes and deliverables such as blueprints, design
drawings, procurement and supply-chain orders, equipment logs, daily progress
reports, and punch lists. Due to the lack of digitization, information sharing is
delayed and may not be universal. Owners and contractors therefore often work
from different versions of reality. The use of paper makes it difficult to capture
and analyze data; that matters because in procurement and contracting,
historical performance analytics can lead to better outcomes and risk
management. Mismanaged paper trails also routinely spur disagreements
between owners and contractors on such matters as construction progress,
change orders, and claims management. Finally, paper trails simply take more
time.
Owners and contractors are beginning to deploy digital-collaboration and field-

mobility solutions (Exhibit 7). A large global construction firm recently
announced a joint development agreement with a software provider to develop a
cloud-based, mobile-enabled field-supervision platform that integrates project
planning, engineering, physical control, budgeting, and document management
for large projects. Several large project developers have already successfully
digitized their project-management work flows.
Exhibit 7
Digitizing work flows has substantial benefits. In an American tunnel project

that involved almost 600 vendors, the contractor developed a single platform
solution for bidding, tendering, and contract management. This saved the team
more than 20 hours of staff time per week, cut down the time to generate reports
by 75 percent, and sped up document transmittals by 90 percent. In another
case, a $5 billion rail project saved more than $110 million and boosted
productivity by using automated work flows for reviews and approvals.
Crew-mobility solutions will have a similar catalytic effect on productivity

(Exhibit 8). It’s long been difficult for central-planning teams and on-site
construction teams to connect and share information about progress in real
time. Several problems have limited the adoption of such tools by field crews:
compatibility issues between mobility solutions and central-planning solutions,
a lack of reliable and high-speed broadband connectivity, and nonintuitive
designs and user interfaces.
Exhibit 8
The availability of low-cost mobile connectivity, including via tablets and

handheld devices, has ushered in a new generation of “mobile first” cloud-based
crew-mobility apps that can be deployed, even on remote construction sites, with
real-time updates. These are commercially viable for contractors and project
owners of all sizes.
In fact, the digital-collaboration and mobility-solutions segment has attracted

close to 60 percent of all venture funding in the construction-technology sector.
One start-up has developed apps for tablets and smartphones that allow changes
in construction blueprints and plans to be relayed in real time to on-site crews;
site photos can be hyperlinked to construction plans. This solution maintains a
master set of documents with automatic version control and cloud-based access.
Other companies offer mobile timekeeping, real-time cost coding, geolocation of
workers, and issue logging and tracking.
As frontline users such as project managers, tradespeople, and operators adopt

real-time crew-mobility apps, they could change the way the industry does
everything from work- and change-order management, time and material
tracking, dispatching, scheduling, productivity measurement, and incident
reporting.
The Internet of Things and advanced analytics
By measures such as the number of people, the profusion of construction

equipment, and the amount of work going on at the same time, project sites are
getting denser. They now generate vast amounts of data, a majority of which is
not even captured, let alone measured and processed.
The Internet of Things is a reality in many other sectors; sensors and wireless
technologies enable equipment and assets to become “intelligent” by connecting
them with one another. On a construction site, the Internet of Things would
allow construction machinery, equipment, materials, structures, and even
formwork to “talk” to a central data platform to capture critical performance
parameters. Sensors, near-field-communication (NFC) devices, and other
technologies can help monitor productivity and reliability of both staff and
assets. There are several potential uses:
Equipment monitoring and repair. Advanced sensors can enable

machinery to detect and communicate maintenance requirements,
send automated alerts for preventive maintenance, and compile usage
and maintenance data.
Inventory management and ordering. Connected systems can forecast

and alert site managers when stocks are running short and when
orders need to be made. NFC tagging and tracking of materials can
also pinpoint their location and movement and help reconcile physical
and electronic inventory.
Quality assessment. “Smart structures” that use vibration sensors to

test the strength and reliability of a structure during the construction
stage can detect deficiencies and then correct them early.
Energy efficiency. Sensors that monitor ambient conditions and fuel

consumption for assets and equipment can foster on-site energy
efficiency.
Safety. Wearable bands can send alerts if drivers and operators are
falling asleep or if a vehicle or asset is stationary or nonoperational for
a given window of time during shift hours.
One popular form of NFC technology is radio-frequency identification (RFID).

This is used extensively in logistics, retail, and manufacturing environments to
collect precise information about a product, place, time, and transaction. Since
the 1990s, construction has begun to use RFID for applications such as tracking
materials and equipment and developing automated time sheets.
And NFC technology is evolving. Soon, tags will be able to include information on
specifications, dates, defects, vendors and original-equipment manufacturers,
maintenance records, operating parameters, and other applications. Costs of
RFID equipment, including scanners, receivers, and tags, are falling, and new
applications are emerging. A British construction company, for example, is using
RFID to monitor truck inspection, track tool usage, and train workers at
construction sites.
In addition to the opportunities from the Internet of Things, the greater use of
digitization in the construction-planning process and on the construction site
itself is enabling firms to capture data that paper could not. The insights gained
through the adoption of advanced analytics in construction projects can help to
improve efficiency, timelines, and risk management.
Advanced analytics helped a major London infrastructure project save time and
money when project leaders worked with a data-analytics company to produce a
web-based adaptive-instrumentation-and-monitoring system. The system
absorbed field-sensor data, construction-progress data, and workforce and
vehicle movements. Statistical analysis based on this information helped project
teams detect anomalies and identify potential risks—critical information for a
dense and historically sensitive city like London.
Other examples abound. For instance, insights from advanced analytics helped
an oil and gas giant improve the productivity of its engineering function by 20 to
25 percent by pairing the right teams, appointing appropriate team leads, and
modifying their work flows to minimize waste and improve efficiency. In another
case, a large Middle Eastern construction firm worked with a software company
to build a predictive analytics engine to prevent equipment breakdowns on-site
for its fleet of construction vehicles. This saved millions of dollars in downtime,
fuel costs, and maintenance expenses. And event simulations, coupled with
optimization algorithms, have also helped ship builders optimize construction
planning.
Future-proof design and construction
New building materials, such as self-healing concrete, aerogels, and

nanomaterials, as well as innovative construction approaches, such as 3-D
printing and preassembled modules, can lower costs and speed up construction
while improving quality and safety.
Building materials represent a $1 trillion global industry; materials usually

account for more than half the total cost of projects. Traditional materials such
as concrete, cement, and asphalt make up most of this demand. But new and
better construction materials are also required due to several trends:
Green construction. There is an immense push to adopt materials and

technologies with lower carbon footprints.
Cost efficiency. Given substantial cost pressures, there is a need for

structural change in the choice of materials, in addition to
incremental lean efforts.
Supply-chain agility. Transporting heavy materials and equipment has

massive implications on supply-chain costs and time, especially
because many new projects are located in remote or dense areas.
Improved durability and strength. With capital costs rising and land
growing scarce in many markets, owners are insisting that projects
have longer commercial lives.
Off-site construction. Assembling lighter, easier-to-handle materials

off-site can improve project efficiency, address on-site space
constraints, and create the conditions for crews to improve their
skills.
There has been a wave of innovation in construction materials over the past few
decades, developed with specific uses in mind. There are dozens; here are a few
that are particularly interesting:
Self-healing concrete. This uses bacteria as a healing agent to close

cracks on concrete; it is currently at the proof-of-concept stage.
Concrete canvas. Take a layer of “concrete cloth,” then add water and
allow to set. This innovation typically is used for drains, channels, and
passages, and it is now available commercially.
Topmix permeable. This is a cement alternative that can absorb 4,000

liters of water a minute. It is in the early-adoption stage.
Aerogel. This supertransparent, super-insulating material is 99.98

percent air; it is available commercially.
Nanomaterials. These superstrong, ultralightweight materials may

eventually be a substitute for steel reinforcement in structures and
foundations, though they are still in the research stage.
Some of these “materials of the future” could redefine how projects are
conceptualized, designed, and executed. However, adoption has been slow due to
a lack of awareness and familiarity within the design and engineering
community, a limited supply chain and a lack of availability at scale, and risk
aversion among project owners and contractors.
Despite being available for more than 30 years, for example, ethylene
tetrafluoroethylene (ETFE) only gained widespread adoption after it was used to
build part of the aquatic building for the Beijing Olympics in 2008. ETFE weighed
less than 1 percent of an equivalent glass panel and costs 24 to 70 percent less to
install.
About 80 percent of all construction work is still done on-site, but many project
developers and contractors are deploying new off-site approaches that help
them improve predictability, consistency, and repeatability. This is especially
critical given the realities of shrinking work space, labor shortages, and more
exacting safety and environmental standards. The industry needs to move
beyond precasting and prefabricating structures to the next generation of
techniques. Several techniques show potential:
Preassembly. Relatively simple structures, such as factories and covered

yards, can use in-factory or in-yard assembly for a complete building
envelope. This technique can also be adapted for modular buildings, such
as hotels and budget condominiums. Complete submodules of a larger
building are put together in a factory or nearby yard before final assembly
at the construction site.
Techniques such as prefabricated, prefinished volumetric construction

(PPVC) integrate off-site capabilities to transform the construction site
into a manufacturing system. The result: greater efficiency, less waste,
and improved safety. In addition, materials such as cross-laminated
timber (CLT) are emerging in response to the need for greener

construction options. In the United Kingdom, an 80-story timber
skyscraper recently received preliminary approval.
Companies are responding. A Singaporean property developer is using

PPVC for several new residential-building projects, after the government
conducted successful pilots (Exhibit 9). And given the success of a CLT-
based residential project, an Australian property developer recently
announced plans to open a factory in Sydney dedicated to manufacturing
prefabricated building components for future developments.
3-D printing. Printing submodules or complete concrete structures

before assembly and internal work could transform the industry with
respect to design, cost, and time. However, 3-D printing is still in the
early stages of its development and cannot yet be deployed at the scale
and speed required for large projects.
Robot-assembled construction. Construction projects are inherently

unstructured and often unpredictable; they can also be sited in
difficult terrains and environments. For these reasons, the use of
robots has been limited so far. However, robots are now being
selectively used for repetitive and predictable activities, such as tiling,
bricklaying, welding and spool fabrication, demolition, and concrete
recycling.
Companies that have successfully implemented these approaches have had to

dramatically change their internal planning, design, procurement, and
construction processes. They will also need to invest in automation and an
effective supply-chain backbone to ensure smooth and on-time transportation of
materials from factory to site to use. Finally, companies that decide to vertically
integrate their supply chains will need to plan for manufacturing-related
investments.
Exhibit 9
Recommendations for action
Given the construction industry’s poor track record on innovation and the
adoption of new technologies, tools, and approaches, project owners and
contractors need to adopt a new mindset. Owners often believe that their
responsibility ends when they award contracts, forgetting that they pay the
economic costs of delay. For their part, contractors often do only the minimum
required to meet contractual terms, leaving substantial value on the table. For
the industry to do better, it needs to embrace four principles:
Transparency and risk sharing in contracts. Habits are tough to change,

and one habit is to see contracts as adversarial opportunities to hand off
risks. Instead, contracts need to be seen as tools that allow fair sharing of
risks and rewards and that help both sides succeed. This will happen if
contracts clearly outline responsibilities and allow owners and
contractors to share equitably the benefits that arise from the adoption of
technological and process innovations.
During the construction of Terminal 5, for example, Heathrow Airport

held all the risks as the project developer, protected by a comprehensive
insurance policy. Instead of a traditional client–contractor relationship,
Heathrow treated the different partners like team members. It invited
them to work together to solve complex issues and to find the technical
solutions that worked best for the whole project. This allowed all parties
to focus on keeping the project on track.
Return-on-investment orientation. Measuring and communicating how

new technology will improve construction—for example, through the
positive effects on cost, schedule, and risk optimization—is the surest
way to build a compelling case for adoption. One oil and gas major
measures, documents, and communicates productivity-related
savings as a result of the deployment of an advanced-analytics and
visualization solution for its deepwater platforms. This proves the
positive financial impact and generates “pull” from other projects.
Simplicity and intuitiveness in the design of new solutions. At the front

end, user interfaces need to be “foreman friendly” to encourage usage.
At the back end, building in compatibility with existing enterprise
solutions mitigates the need to spend more on upgrading existing
platforms.
Change management. To move away from business as usual,

organizations need a clear change story; top management needs to
communicate why these changes are important and what that means
for organizational structure, capabilities, and resourcing.
Organizations that do not invest in change management will face the

same resistance encountered during previous waves of technology
deployment and are more likely to fail.
All major stakeholders share the responsibility for the transition to digital
technology and innovation. The imperatives for each are different.
Project owners and developers need to mandate and measure. That starts with
mandating adoption of digital technologies in contracts and perhaps capitalizing
the cost of digitization and technology when setting project budgets. To manage
risks, owners should coinvest in technology pilots with contractors and share
rewards proportionately. Our experience indicates that megaprojects are often
not the best candidates for big technology deployments; instead, starting small
and developing capabilities with midsize projects can build confidence. In
addition, owners should measure and reward technology adoption across their
projects.
It is essential for engineering and construction contractors to reimagine and

rewire. To do so, they need to develop digital road maps that identify obvious no-
regret moves as well as riskier, bigger bets. Organizational resources need to be
reallocated by appointing a chief technology officer or chief innovation officer
whose mandate is to think boldly about the digital agenda and to lead the
simplification and digitization of internal processes. Companies should also
consider acquiring or partnering with technology firms. Of course, it’s important
to ensure that project teams have the budgets and authority they need to pilot
new technologies. And it’s essential to build the capabilities of project managers
so that they become digitally adept.
Industry bodies and regulators should invest and create incentives. They can play
a helpful role, for example, by working with contractors, owners, and technology
players to define new standards for emerging technologies, develop pilot
projects, and showcase success stories. They can create grants, bonuses, or
subsidies to nudge owners and contractors toward using digital solutions and
help them educate and train the next generation. They can also encourage the
adoption of digital technologies, such as 5-D BIM, in public projects, as well as set
productivity norms, such as the use of prefabricated components. On the
investment side, some industry bodies have established venture-capital funds to

help the best start-ups scale up and to connect them to developers and
contractors.
Other industries have shown that first movers can build a sustainable
competitive advantage. In the construction sector, this is also likely to be the
case. Over the next decade, these winners of tomorrow will take the lead in
technology innovation and digitization. Resisting change is no longer an option.
1. For more, see “Infrastructure productivity: How to save $1 trillion a year,”

McKinsey Global Institute, January 2013.
About the author(s)
Rajat Agarwal is an associate principal in McKinsey’s Singapore office, where

Mukund Sridhar is a partner; Shankar Chandrasekaran is an associate
principal in the Mumbai office.
This work was made possible by the insights that experts from the industry and
governments around the world generously shared. The authors also wish to
thank their McKinsey colleagues—Ivan Jelic, Olivier Legrand, Azam Mohammad,
Frank von Willert, and Simon Williams, and McKinsey alumna Farida Heyder—
for their contributions.

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6/24/2016 Imagining construction’s digital future | McKinsey & Company

By Rajat Agarwal, Shankar Chandrasekaran, and Mukund Sridhar

The industry needs to change; here’s how to manage it.

spending on information technology, which accounts for less than 1 percent of

Disrupting construction: Five big ideas

Higher-definition surveying and geolocation

Photogrammetry, for example, provides high-quality, high-definition images of

Used in conjunction with ground-penetrating radar, magnetometers, and other

These advanced survey techniques are complemented by geographic

Next-generation 5-D building information modeling

In the 1970s, major aerospace companies pioneered computer-aided 3-D

Next-generation 5-D BIM is a five-dimensional representation of the physical

Combining 5-D BIM and augmented-reality devices will transform construction,

Digital collaboration and mobility

Owners and contractors are beginning to deploy digital-collaboration and field-

Digitizing work flows has substantial benefits. In an American tunnel project

Crew-mobility solutions will have a similar catalytic effect on productivity

The availability of low-cost mobile connectivity, including via tablets and

In fact, the digital-collaboration and mobility-solutions segment has attracted

As frontline users such as project managers, tradespeople, and operators adopt

The Internet of Things and advanced analytics

By measures such as the number of people, the profusion of construction

Equipment monitoring and repair. Advanced sensors can enable

Inventory management and ordering. Connected systems can forecast

Quality assessment. “Smart structures” that use vibration sensors to

Energy efficiency. Sensors that monitor ambient conditions and fuel

One popular form of NFC technology is radio-frequency identification (RFID).

Future-proof design and construction

New building materials, such as self-healing concrete, aerogels, and

Building materials represent a $1 trillion global industry; materials usually

Green construction. There is an immense push to adopt materials and

Cost efficiency. Given substantial cost pressures, there is a need for

Supply-chain agility. Transporting heavy materials and equipment has

Off-site construction. Assembling lighter, easier-to-handle materials

Self-healing concrete. This uses bacteria as a healing agent to close

Topmix permeable. This is a cement alternative that can absorb 4,000

Aerogel. This supertransparent, super-insulating material is 99.98

Nanomaterials. These superstrong, ultralightweight materials may

Preassembly. Relatively simple structures, such as factories and covered

Techniques such as prefabricated, prefinished volumetric construction

timber (CLT) are emerging in response to the need for greener

Companies are responding. A Singaporean property developer is using

3-D printing. Printing submodules or complete concrete structures

Robot-assembled construction. Construction projects are inherently

Companies that have successfully implemented these approaches have had to

Recommendations for action

Transparency and risk sharing in contracts. Habits are tough to change,

During the construction of Terminal 5, for example, Heathrow Airport

Return-on-investment orientation. Measuring and communicating how

Simplicity and intuitiveness in the design of new solutions. At the front

Change management. To move away from business as usual,

Organizations that do not invest in change management will face the

It is essential for engineering and construction contractors to reimagine and

investment side, some industry bodies have established venture-capital funds to

1. For more, see “Infrastructure productivity: How to save $1 trillion a year,”

About the author(s)

Rajat Agarwal is an associate principal in McKinsey’s Singapore office, where

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